COMOX VALLEY HOUSING TASK FORCE REPORT April 2012 - February 2013 Vision: The Comox Valley works actively in a united way to meet the full continuum of its housing needs. Mission: To provide a strategic, coordinated and on-going approach to implementing housing solutions in the Comox Valley through the best use of available opportunities and resources. Goals: 1. Housing options are in place to address the needs of the homeless and those most vulnerable to homelessness. 2. The objectives for housing identified in the Comox Valley Sustainability Strategy are addressed. EXECUTIVE SUMMARY The Comox Valley Housing Task Force (HTF) met frequently throughout the past twelve months, with the support of funds provided to build capacity to address homelessness. Building capacity is more than the readily visible building of bricks and mortar. In a world of shrinking or non-existent public funds for social housing and supports, building community capacity to deal with the problems of homelessness and the lack of affordable housing is necessary to achieve robust, sustainable solutions. The Task Force has focused on the building blocks to create a community which is capable of providing housing for all. Through the $75,000 granting program, it is supporting local organizations in the development of local partnerships in service provision, research, developing potential agricultural housing policy, and community outreach. The Task Force, itself, has been working to develop options to support a backbone organization to continue to provide the necessary supports for housing solutions in a growing community. It is working, within its limited framework, to build understanding and the consensus needed to garner community support for housing for the homeless and those most vulnerable to homelessness. INTRODUCTION The Comox Valley Housing Task Force (HTF) is made up of appointees from each of the four local government jurisdiction in the Comox Valley and eight sector representatives from the community. The Comox Valley Regional District Board (CVRD) generously supported the mandate of the HTF with public funds from VIHA's 2010 and 2011 grants for increasing capacity to address homelessness. At the September 2012 meeting, the community members confirmed their commitment to the HTF's mandate and to maintain their roles into 2013. All four local governments continue to participate. COMOX VALLEY HOUSING TASK FORCE REPORT April 2012 - February 2013 2 of 5 ADMINISTRATION AND FINANCES The CVRD provided VIHA Building Capacity to Address Homelessness fund to the HTF for two purposes: (1) to support the HTF mandate, as outlined in the approved Terms of Reference, and (2) to design and distribute a $75,000 grant program to community organizations. The HTF has met twice as often as mandated by the Terms of Reference. In addition, members also participate in sub-committee meetings. In November, Finance Sector representative, Maureen Haslehurst, was thanked for her contribution to the HTF, as she moved on to other endeavours, and subsequently, business owner, Michael Pitcher, was welcomed as the newest member of the HTF. (See Appendix #1 for current membership list.) During the process of contract development for grant projects, risk exposure was considered. Brian Hunt, a corporate governance expert, offered his assistance to understand and respond to the question of liability/indemnification. The HTF is not an entity and lacks the capacity to be indemnified. A draft Memorandum of Understanding (MOU) was developed, but due to the lack of direct responsibility for the HTF, and in consideration of Municipal Insurance Association advice on such matters, it is not possible for the CVRD to sign a MOU. This limits the extent of activities that the HTF can undertake without indemnification of the community members. The City of Courtenay holds the Task Force's funds in trust. Of the $114,482 Building Capacity to Address Homelessness VIHA funds provided to the HTF, an average of $1043/month (staff time, advertising, etc) has been spent in support of the Task Force over the last 20 months, and $60,000 of the $75,000 grant program has been disbursed. The Task Force has budgeted for continuing administrative support, completing the public awareness strategy and future organization development, as well as other building capacity initiatives. A financial statement is attached as Appendix #2. BUILDING CAPACITY GRANTS The Building Community Capacity Grant Program is fully subscribed and contracts were developed and are in place, as follows: $2,500 to Wachiay Friendship Centre, in support of the Ad Hoc Emergency Response Organization (AHERO) Community Resource Fair, which took place in October 2012. $7,500 has been forwarded to the Denman Community Land Trust Association (DCLTA) for its agricultural housing initiative. The HTF also provided funds to the DCLTA for the $2 million insurance coverage required by the City of Courtenay. $25,000, as the first instalment for the $65,000 Comox Valley Community Capacity Initiative, with Dawn to Dawn as the lead proponent with partners AIDS Vancouver Island, Comox Valley Transition Society, and Wachiay Friendship Society. The second instalment of $25,000 was released early in 2013. (The final disbursement will be $15,000.) A requirement for all three projects is a final report and joint public presentation, which has been tentatively scheduled for the end of September, 2013. COMOX VALLEY HOUSING TASK FORCE REPORT April 2012 - February 2013 3 of 5 DELEGATIONS HTF meetings are open to the public and has received four delegations in 2012, including two women who wish to initiate cooperative housing, a John Howard Society consultant regarding youth housing, an individual who had initiated a penny drive for a homeless shelter, and a local developer regarding the development process for affordable housing initiatives. A special meeting was called in June to meet with MLA Don McRae. He stressed the advantage of providing a concerted approach to housing and offered support to seek provincial funding for the Comox Valley. On February 1, 2013, the HTF heard from the Comox Valley Community Capacity Initiative consultant, Amanda Ridgeway, as she presented the first report of that project, entitled Building Integrated Service Responses to Homelessness: A Best Practice Review of Leading Communities for the Building Community Capacity Project in the Comox Valley, Vancouver Island BC. (Appendix #3) FUTURE ORGANIZATION The Bazink Report, March 2011, recommended a permanent body be supported to address ongoing funding commitments, jurisdictional authority and partnership opportunities. Since 2007, there have been four bodies formed to address housing and homelessness which have included local government involvement. The Bazink Report suggested that the series of starts and stops affects momentum, focus and continuity, and contributes to a weariness and frustration in the community at the lack of results to address homelessness. The Future Organization Sub-committee was established to look at options beyond the Housing Task Force, to a permanent and sustainable body, which would be supported by the community. A report was commissioned, which outlines the roles of local government in ending homelessness and the best practices that have emerged in British Columbia, Canada and the US, and was received in October 2012 (Appendix #4). In July 2012, the Task Force agreed to engaged with the Comox Valley Economic Development Society around the potential interplay between housing and economic development. As discussions continue with CVEDS, other relationships are also being investigated and considered as potential options for the development of a permanent organization. COMMUNICATIONS AND OUTREACH In the first half of 2012, the Task Force considered the professional assistance of an outside consensus facilitator to begin the process of building one voice . This was again highlighted after the June 18th meeting with MLA Don McRae, in which he stressed the advantage of providing a concerted approach to housing and the issue of funding for the Valley. This is echoed in many communities, including Nanaimo, which struggled to achieve consensus on how to move forward for ten years. It is only in the last four or five years, with the ongoing work of its coalition, local government support and partnerships, as well as the guidance of a local government social planner, that Nanaimo can now boast a number of bricks and mortar projects The concern for achieving consensus by the HTF includes bringing the whole community, including decision-makers and regulators, into the process. The way forward to achieve consensus, or one voice, continues to be a challenge. COMOX VALLEY HOUSING TASK FORCE REPORT April 2012 - February 2013 4 of 5 In September 2012, a professional communications expert was hired to prepare a public awareness strategy on the issue of housing and homelessness and the work of the Task Force and to assist with media releases. A public awareness strategy was developed (Appendix #5); however, the HTF preferred to be more advanced in the preparation of options for the future permanent organization prior to rolling out. The remainder of the funds allocated for this project will be used to pay for the consultant's professional assistance in rolling out the strategy. In September 2012, the HTF moved forward on the design and development of a website and logo. The Task Force now has a logo and the website is in the process of being populated with all of the Task Force documents, as well as relevant links, and articles. It is intended to also be a hub for cross-links with other organizations delivering housing and housing supports. The site can be viewed at www.cvhousing.ca/ . The Chair has attended AHERO (the Ad Hoc Emergency Response Organization) monthly meetings, as a way of communicating with the multitude of agencies working in the community. Housing and homelessness are never far from the minds of workers and the need for housing is expressed with passion at every gathering. Amongst the many potential initiatives brought to that table for consideration, rent banks and community contribution corporations related specifically to addressing building capacity. OTHER TASK FORCE ACTIVITIES On occasion, the Housing Task Force has been requested to participate or provide comment on issues related to housing and homelessness in the community. The John Howard Society asked the Task Force to join the Courtenay Youth Housing Project Steering Committee. This project looked at the availability and need for youth housing and a youth shelter in Courtenay. The Report was finalized in August 2012 and will be released to the public once the John Howard Society has the opportunity to determine the next steps. In June 2012, the Task Force provided The Salvation Army with a letter of support for funding for the continuing operation of the 24/7 shelter. (Appendix #6) Temporary funding is currently in place and continues to be an issue. In August 2012, the CVRD Select Committee for the disbursement of the VIHA grant funds requested the HTFs comment on the RFP. Short notice prevented timely comment; however, it did submit a report to the Select Committee for their consideration in October. (Appendix #7) Several organizations approached the Task Force regarding access to and questions around the $300,000 VIHA funding granted to the CVRD. In response to these enquiries, and in order to begin the process of updating the community assets along the Housing Continuum, the Task Force issued a Call for Project Information in October 2012. The results of that call are attached in Appendix #8. This is not a complete picture of the actual and/or potential projects in the community; however, it is valuable in understanding the diversity and number of projects currently under way or being considered. More thorough information gathering is underway with the intention of updating the Housing Continuum presented in the March 2011 Final Report by Bazink, at page 13 of 16. (Appendix #9) COMOX VALLEY HOUSING TASK FORCE REPORT April 2012 - February 2013 5 of 5 CONCLUSION The Comox Valley Housing Task Force began this year with a review of last year's work and is preparing its work for 2013. The members are committed to achieving a supported, permanent and sustainable body to address homelessness and housing this year. It has continuing responsibility for the grant program. It recognizes the limits of an unincorporated entity and will seek the necessary support to achieve its mandate, as it engages the broader community in developing an understanding of homelessness and support for housing solutions. Submitted by Ronna-Rae Leonard, Chair April 8, 2013 LIST OF APPENDICES Appendix 1: Current HTF Membership Appendix 2: Financial Statement - March 26, 2013 Appendix 3: CVCCI Report #1 Power Point Presentation Appendix 4: Future Organization Report by Roger Albert (pdf) Appendix 5: Public Awareness Strategy by Susan Wood Communications (pdf) Appendix 6: Letter of Support regarding funding for 24/7 service for Pidcock House emergency shelter. Appendix 7: Response to RFP on Scattered Housing Program of CVRD (pdf) Appendix 8: Project Inventory Appendix 9: Excerpt from Bazink Final Report, March 2011 Housing Continuum Appendix 1 Comox Valley Housing Task Force Report, April 2012 February 2013 2013COMOXVALLEYHOUSINGTASKFORCEMEMBERSName SectorRonnaRaeLeonardChair CityofCourtenayRogerKishiViceChair VillageofCumberlandJimGillis ComoxValleyRegionalDistrictTomGrant TownofComoxAnneDavis ServiceProvider/WomenBrentHobden FaithCommunity/ServiceProviderErikEriksson CommunityMemberJolineMartin CommunityMemberHealthMichaelPitcher CommunityMemberBusinessRhondaBillie FirstNationsSamSommers CommunityMemberHealth/HousingTomBeshr Housing City of Courtenay Financial ReportCOMOX VALLEY HOUSING TASK FORCE - TRUST FUNDSAS AT 03/26/132011 2012 2013 TOTAL BUDGETACCT DESC BUDGET ACTUAL ACTUAL ACTUAL ALL YRS REMAINING REVENUE050-11-1-380-3830-18811-0060 CVRD GRANT - HOUSING TASK FORCE $114,482.00 3,140 50,335 61,007 114,482 (0)------------------ ------------------ ------------------ ------------------ ------------------ ---------------- TOTAL REVENUE 114,482.00 3,140 50,335 61,007 114,482 (0)------------------ ------------------ ------------------ ------------------ ------------------ ---------------- EXPENSEADMINISTRATION ALLOCATION050-11-2-380-3830-21000-???? SALARIES & WAGES 24,482.00 2,527 9,221 1,605 13,353 11,129050-11-2-380-3830-32100-???? ADVERTISING 437 1,061 0 1,498 (1,498)050-11-2-380-3830-36010-???? FACILITY RENTAL 64 0 0 64 (64)050-11-2-380-3830-36012-???? GRANT SUPPORT - INSUR 0 595 0 595 (595)050-11-2-380-3830-51100-???? STATIONERY SUPPLIES 113 133 0 246 (246)------------------ ------------------ ------------------ ------------------ ------------------ ---------------- Sub-Total Admin Expenses 24,482.00 3,140 11,011 1,605 15,756 8,726CONTRACT SERVICES ALLOCATION050-11-2-380-3830-38545-???? CONSULTANT - COMMUNICATIONS 2,500.00 0 1,369 0 1,369 1,131050-11-2-380-3830-38546-???? CONSULTANT - WEBSITE 2,000.00 0 480 775 1,255 745050-11-2-380-3830-38547-???? CONSULTANT - FUTURES 2,500.00 0 2,475 0 2,475 25050-11-2-380-3830-38548-???? COMMITTEE - FUTURES 500.00 0 0 0 0 500050-11-2-380-3830-38549-???? CONSULTANT - OTHER 7,500.00 0 0 0 0 7,500------------------ ------------------ ------------------ ------------------ ------------------ ----------------15,000.00 0 4,324 775 5,099 9,901------------------ ------------------ ------------------ ------------------ ------------------ ----------------GRANTS050-11-2-380-3830-38530-???? CVHTF GRANT - DCLTA 7,500.00 0 7,500 0 7,500 0050-11-2-380-3830-38531-???? CVHTF GRANT - WACHIAY 2,500.00 0 2,500 0 2,500 0050-11-2-380-3830-38532-???? CVHTF GRANT - DAWN TO DAWN 65,000.00 0 25,000 25,000 50,000 15,000------------------ ------------------ ------------------ ------------------ ------------------ ---------------- Sub-Total Grants 75,000.00 0 35,000 25,000 60,000 15,000------------------ ------------------ ------------------ ------------------ ------------------ ---------------------------------- ------------------ ------------------ ------------------ ------------------ ---------------- TOTAL EXPENSES 114,482.00 3,140 50,335 27,380 80,855 33,627------------------ ------------------ ------------------ ------------------ ------------------ ----------------FUNDS REMAINING 0 0 33,628 33,628 (33,628)========== ========== ========== ========== ========== =========Building Capacity to Address Homelessness Project Making Progress The Comox Valley Community Capacity Initiative Collective !THE PROJECT KEY AIM: Apply current best practice information to the Comox Valley context and implement an effective and enduring collaborative response to Homelessness at the service level by:- SHARED UNDERSTANDING Integrated service delivery model Measureable Strategy for sustaining capacity ToolS & Professional development THE PROJECT Project Phases: review FOCUS & Process BUILDING CAPACITY BC HEALTHY COMMUNITIES APPROACH SERVICE DELIVERY LENS INTEGRATION IMPLEMENTATION & SUSTAINABILITY Where to begin? Initial research scan Recommendations CVcCIC, Key Practitioners, Participants In Previous Planning, Local Advocates. Current Leaders Andrew Wynn-Williams ed GVCEH John Horn social planner, nanaimo Bernie Pauly uviC- carbc Dr Stephen Gaetz - Director, CHRN OUR ASSETS. Building on CVs Best Practices HOUSING FIRST CLIENT-CENTRED APPROACH CULTURALLY RECOGNIZED Program Service Delivery* FLEXIBILITY LOW BARRIER PROGRAMS HARM REDUCTION PROACTIVE Engagement, Treatment & Relapse Prevention* (incl. ACT) SEAMLESS NETWORK EMPHASIZE CHOICE BUILDING COMMUNITY* PREVENTION Communities reviewed CALGARY, AB VICTORIA, BC NANAIMO, BC RED DEER, AB PORT ALBERNI, BC GRAND PRAIRIE, AB CAMPBELL RIvER, BC Vancouver, Kelowna, Kamloops, North Van, Prince George, Medicine Hat, US Cities also considered. REVIEW Findings Divergent thinking - UNDERSTANDING HOMELESSNESS essential elements & success & facilitation factors Lessons in THEMES Responses occur at various levels menu of options Strategies & Plans integration Organisational Practice tools Over 160 documents; 42 interviews; 3 communities visited. Strategies & Plans !We stated early on that we wanted to end homelessness, didnt just say that as an empty word, put some definition to that, described Myron Jespersen, Port Alberni Donelda Laing, Grand Prairie It really is evolutionary requiring an extreme paradigm shift We have a mandate. Theres so many things we could be doing. Thats the work (building housing units) we are going to do. Were staying focussed. Wendy Tyer, Campbell River.!Comprehensive commitment, funding and activities aimed at ending homelessness. Housing First with supports is overwhelmingly utilised to achieve success which is measurable The availability of affordable housing is critical to the success of any strategy to address homelessness Strategies & Plans That was the critical underlying document that is needed before you even get into what services we need, Donelda Laing, Red Deer Cant emphasis enough how important it was to have the Coalition Brad Crewson. Victoria. Lesley Clarke, Nanaimo money well spent. !As soon as there is money in the trough, all that collaboration goes out the window. Really plan for that. You cant just let it happen. Lesley Clarke, Nanaimo.!Shared responsibility and shared objectives directed by inclusive multi-stakeholder community plans. Funding allocation is strategic, predictable, transparent and accountable, and encourages cooperation!Designated coordinating organisations and roles Public education and awareness is essential If youre going to roll out anything, get the community on board before you do it. Lesley Clarke, Nanaimo. Integration I'm a big believer in it, because the person who becomes homeless should become a client of the 'system', not an agency. - Stephen Gaetz. Have clarity around who is responsible for the plan. Who is going to see this plan through? Thats where we had our bumps. Roxana Nielsen Stewart, Red Deer Alina Turner, Calgary - power is shared. Leslie Clark, Nanaimo - need profound respect and willingness to work together that is just critical, that is critical. Roxana Nielsen Stewart, Red Deer !Integration at all levels and in between all levels is vital Clarity in roles and responsibilities of all involved Purposeful time spent building relationships is valued and made explicit.!Monitoring and evaluation systems on a system-wide basis are necessary !ORGANISATIONAL Experienced, diverse, client-centered staff at varying levels of clinical expertise is essential A combination of programs and service is required Strategic priority to attend first to clients with the highest needs Information management systems and sharing protocols for client information and outcomes PRACTICE TOOLS A combination of programs and service is required Case management is a proven successful intervention tool Evidence based practices are used and strived for Intake & triaging processes A variety of tools are used in all stages of case management CONCLUSIONS & next steps THEMES offer framework & touchstones to guide the way. Menu of evidence based options available to decide CV best practice relevant and can be actioned in service delivery Recommendations on model Information to develop shared understanding distribute Best Practice report Continue community engagement partners & service users Scoping report Next Steps Questions & comments? How can the housing task force take advantage of this best practice report in achieving its goals? Thank you for your time. !!!"#$%&%''(%'')!*++#,-./&%!.(-!*00,#0,1.2%!"#3'1(4!1(!5,121'6!7#&3$/1.)!7.(.-.!.(-!8(2%,(.21#(.&&9:!;#$%!*1?%(!26%!?..:"/9b"19*/J&&This can look quite uiffeient given the local context. In some places, the backbone oiganization is eithei the 0niteu Way, an existing non-piofit, a new non-piofit, a goveinment agency oi it coulu be a coalition of moie than one oiganization (in cases wheie theie is a laigei population to seive). "0ui subsequent ieseaich has confiimeu that backbone oiganizations seive six essential functions: pioviuing oveiall stiategic uiiection, facilitating uialogue between paitneis, managing uata collection anu analysis, hanuling communications, cooiuinating community outieach, anu mobilizing funuing." This quote is fiom an aiticle (page6) in the Stanfoiu Social Innovation Review. Calgaiy is a gieat example of how this woiks, but theie aie many moie. See the aiticle highlighteu in the cell to the left. & & 1 Bio follows as appendix 1 2 Gaetz, Stephen. (2010). The Struggle to End Homelessness in Canada: How we Created the Crisis, and How We Can End it. The Open Health Services and Policy Journal, 2010, 3, 21-26 3 Hulchanski, J. D. (2004). What factors shape Canadian housing policy? The intergovernmental role in Canadas housing system. Young R, Leuprecht C, Eds. Canada: The State of the Federation. 4 Shuk, Carla. (2009). Overcoming Challenges in Centralized and Decentralized Housing Models: Ontario and British Columbia Compared. Canadian Policy Research Network. 5 Government of Alberta. (2008) !"#$%&"'()"!$*+),%-".&/0&1"2(3+$+44&+44"0&"56"7+%)48""!"#$%&'#()*$+#,(#)*(-*)$./($%,)-/0$10$2/3##445"6 Torjman, Sherri and Eric Leviten-Reid. (2003). The Social Role of Local Government. The Caledon Institute. 7 Steves, Gord. (2008). Opening Message. Theme Report #4 Trends & Issues in Affordable Housing & Homelessness. 8 http://www.sparc.bc.ca/resources-and-publications/category/45-affordable-housing-a-homelessness. The BC Social Planning and Research Council identifies 61 tools used by municipalities in BC and other jurisdictions to increase the stock of affordable housing in their localities. Not all are outlined here so its worth having a look at the SPARC document. 9 !4"&(,+/"0&",9+"0&,)(/:;,():,$+)"+,"%$8"%&/"?0,